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In this course, you will learn:
- To provide valuable, integrated solutions, agile systems engineering is used.
- Actual measurements vs. projections for project control (e.g. EVM).
- On empowered teams, there are essential ways for managing People, Process, and Product.
- Using a definition of done, learn how to always be closing (ABC) with each project increment.
- Go beyond LP, IP, and Genetics-based Search to see how real-world restrictions and agility simplify portfolio management and decision science methodologies.
- How and why strategic goals, portfolio optimization, and project management are aligned using basic indicators and facilitative leadership.
Syllabus:
- The first week of the control course examines the reason for controlling projects, why traditional controls such as Earned Value Management fail so often, and the three key components to any controlling process: value, constraints, and verification. Systems Engineering models are considered for their effectiveness in controlling, with an emphasis on the predominant controlling approach, the V-Model, and how it equivocates testing with development.
- The second week examines how control is managed across the project lifecycle, with the three Ps of management: people, process, and product. Real-world approaches and tools are discussed for all three levers across varying staffing approaches, release and sprint processes for quality assurance, and the use of product-level tools for quality control.
- The third week drives home the need to “begin with the end in mind” by closing User Stories incrementally using a Definition of Done that links the three Ps together across each sprint cycle (planning, execution, and control).
- The final fourth week addresses controlling Agile processes at scale, from sampling and building intuition across Agile team ceremonies, to managing team decisions and performance, and even portfolios of projects using simplified metrics. The fourth week will also look at how to align portfolio and project management metrics to an organization’s strategy as a means of managing up the risks of being defunded or constrained by corporate policy.
